后勤经理维护手册

While vibration monitoring is certainly the most widely used tool for determining rotating machinery condition, oil analysis will, in many situations, provide an earlier indication that abnormal or premature wear is in progress. Oil monitoring and analysis is especially appropriate for slow-speed machines, reciprocating machines and gearboxes, as they usually show developing faults earlier using oil versus vibration analysis.

As internal machine components wear, they leave the wear particles in the lubricating oil. Identifying the existence, size, shape and elements of the wear particles leads to identifying the particular component experiencing the wear. This valuable information can then be used to aid in determining the ability of the machine to continue operating, planning for repairs, ordering necessary parts, and preventing unnecessary, unplanned downtime.

• Chapter 1. Program Organizational Structure - Richard S. Nietubicz and Bernard T. Lewis
  • 1.1 Responsibilities and Authority
  • 1.2 The Facility Manager
  • 1.3 Facility Planning
  • 1.4 Facility Engineering and Design
  • 1.5 Engineering Support to the Maintenance and Operations Functions
  • 1.5.1 Specialized technical services
  • 1.5.2 Cost reduction
  • 1.6 Construction of Facilities and Installation of Equipment and Systems
  • 1.6.1 Personnel in facility organizations-Single-project worker-hour limit
  • 1.6.2 Contract work inspections
  • 1.6.3 Construction meetings
  • 1.6.4 Contract administration
  • 1.7 Maintenance of Plant Facilities and Equipment
  • 1.7.1 Operations and maintenance workload
  • 1.7.2 Evaluation of performance
  • 1.8 Preventive Maintenance
  • 1.9 Routine Maintenance
  • 1.10 Major Repairs
  • 1.11 Alterations and Improvements
  • 1.12 Housekeeping
  • 1.13 Principles of Organization
  • 1.13.1 Definition and scope
  • 1.14 Facilities Management Defined
  • 1.14.1 Facility management functions
  • 1.14.2 Organizational prerequisites
  • 1.15 Analyzing the Needs
  • 1.16 Establishing Goals and Objectives
  • 1.17 Administering the Organization
  • 1.18 Organization vs. People
  • 1.19 Performance Measurement
  • 1.20 Organizing Considerations for Outsourcing Functions References

• Chapter 2. Program Operations - Michael D. Burns
  • 2.1 Designing the Maintenance Management Information System
  • 2.1.1 What kind of information do you need?
  • 2.1.2 Common information needs
  • 2.1.3 Special information needs
  • 2.1.4 Hardware and software requirements
  • 2.2 Functions of the System
  • 2.2.1 Maintenance planning and scheduling
  • 2.2.2 Corrective maintenance
  • 2.2.3 "House calls"
  • 2.2.4 Projects
  • 2.2.5 Parts availability
  • 2.2.6 Information system integration
  • 2.2.7 Use of preventive and predictive information
  • 2.2.8 Warranties information
  • 2.2.9 Production and financial report
  • 2.2.10 Personnel data
  • 2.2.11 Quality control and quality assurance information
  • 2.3 Annual Maintenance Operational Report
  • 2.3.1 Elements of a successful system
  • 2.3.2 Maintenance history vs. machinery history
  • 2.3.3 Quality management impact
  • 2.3.4 Maintenance "outplanning"
  • 2.4 Maintenance Management Manual
  • 2.4.1 Scope of the manual
  • 2.4.2 Maintenance objective
  • 2.4.3 Lines of authority
  • 2.4.4 Task responsibility
  • 2.4.5 Corrective action
  • 2.4.6 Regular review of feedback
  • 2.4.7 Document control
  • 2.4.8 Regular review of entire system
  • 2.5 Other Considerations

• Chapter 19. Capital Investment - Daniel C. Harrison and Richard P. Payant
  • 19.1 Introduction
  • 19.2 General
  • 19.3 Cost Accounting
  • 19.3.1 Incremental costs
  • 19.3.2 Opportunity costs
  • 19.3.3 Future costs
  • 19.3.4 Traceable costs
  • 19.3.5 Direct and indirect costs
  • 19.3.6 Sunk costs
  • 19.3.7 Book costs
  • 19.3.8 Replacement costs
  • 19.3.9 Fixed costs
  • 19.4 Interest
  • 19.4.1 Simple interest
  • 19.4.2 Compound interest
  • 19.5 Depreciation
  • 19.5.1 Depreciation accounting
  • 19.6 Comparison of Alternatives
  • 19.6.1 Equivalent annual cost
  • 19.6.2 Present worth
  • 19.6.3 Rate of return
  • 19.6.4 Salvage value
  • 19.6.5 Benefit-cost ratio
  • 19.7 Economic Studies
  • 19.7.1 Profit
  • 19.7.2 Ratio of income and investment
  • 19.8 Income
  • 19.9 Plan for Economic Analysis
  • 19.9.1 Creative step
  • 19.9.2 Definitive step
  • 19.9.3 Conversion step
  • 19.9.4 Decision step
  • 19.10 Estimates in Economic Analysis
  • 19.11 Capital Investment
  • 19.11.1 Criteria and strategy for capital investment
  • 19.11.2 Capacity of facility to perform its mission
  • 19.11.3 Economic opportunity
  • 19.11.4 Economic analysis of capital expenditures
  • 19.12 Life Cycle Costing
  • 19.13 Sources of Information and Assistance
  • 19.14 Justification and Requirements
  • 19.15 Economic Evaluation and Intangibles
  • 19.16 Validation

• Glossary

• Index